turning products
to new businesses
!
salim@foundercentric.com
@SaintSal
foundercentric.com
@foundercentric
– Lean Startup London, 2009
“I wish I knew that sooner.”
slow decisions
kill startups.
what startups can teach us
about product spinouts
3 Principles that founders apply
Different thinking hats for learning
Ho...
the birthday paradox
Title TextFIT or SPEC?
Options
Detail
you don’t know which
pieces will be the right
combo. yet.
DISCOVER VALIDATE
A STARTUP RIDDLE
A customer wakes up, logs into a new
product which they’ve been trying for 2
weeks… and they love it!
The...
LEARN CONFIRM
COLLECT ANALYSE
OBSERVE EXPERIMENT
DISCOVER VALIDATE
LEARN CONFIRM
INFO
COST
ACTIONABLE INFO
COST
ACTIONABLE INFO
AFFORDABLE LOSS
Look in Affordable Loss by
searching for Effectuation
learning
BUILD
LEARN
MEASURE
Learning Loop 
- Eric Ries
How do we start?
We’re building a
community of street
artists and connecting
them to brands.
@robfitz
What do we build?
We want to
make a better
television.
How do we compete?
We’re building a word
processor and don’t
want to get squashed
by MS Word.
Do you commit the cash?
You have a crazy
product idea but the
manufacturing
setup is expensive.
Paul Graham
Launch fast and iterate.
You haven’t really
started working on it
till you’ve launched.
Don’t try to figure
out whether the idea
is “good” or “bad”.
That’s impossible...
Roger Martin (paraphrased)
Instead, ask what
would have to be
true in order for it to
be a huge success.
Roger Martin (paraphrased)
Where do we start?
We want to launch a
support programme for
the developing world but
we don’t have any
contacts.
How do you fund it?
You want to use tech to
modernize a stagnant
service industry, but
have no runway.
How do we get critical mass?
We want to grow a
marketplace, but we
have no inventory,
and no team.
How do we start
a better airline?
!
(with no support or money)
Let’s think bigger.
testing the
useful thing.
SPOT GAPS
UNDERSTAND OPTIONS
BALANCE FOCUS & OPPORTUNITY
SPOT GAPS
UNDERSTAND OPTIONS
BALANCE FOCUS & OPPORTUNITY
CUSTOMERS
REVENUE MODELS
VALUE PROPOSITIONS
AWARENESS TRIGGER
RELATIONSHIP
ACTION TRIGGER
CUSTOMERS REVENUE VALUE
AWARENESS RELATIONSHIP ACTION
LONDONERS
LONDON RETAILERS
CHARGE FOR THE GIFT
REAL GIFT,
INSTANTLY REDEEMABLE
GETTING A GIFT
MOBILE
RUNNING LATE,
MISSED BIRTHDAYS,
GOOD NEWS
LET’s Go.
We’re setting ourselves up to find product/market fit.
We’re making ourselves aware of opportunities and
options.
Who will our next 10 customers be?
What goals do they have?
What are they trying to do?
What needs do your customers have?
How can we help?
To multiply my customer base by 10, I can attract
them through _____________ .
What are the different ways we can make money?
CONGRUENCY
They need to make sense together.
do companies
need personal contact?
IS THE BUYING DECISION
TOO COMPLICATED?
do pop-ups work
for email products?
How are customers used to paying for what they
buy now?
When customers have this problem, or are
tackling this task, where do they seek help and
advice?
Which customers have different expectations
about service levels or relationship?
Are there customers at the low-end who would
pay less for lower performance?
How could we increase switching costs?
THE BIGGEST RISK FALLACY
Will people think of sending a gift from their
phone when there’s a gift-giving opportunity?
Who will trust GiftCannon?
Will people receive a gift over their mobile?
THE FASTEST LEARNING
!
!
!
THE BIGGEST RISK
or
Will people receive a gift over their text
message?
Will people receive a gift over their Facebook?
Send a gift with a link over email or Facebook.
Will recipients redeem their gift?
Will shops work with us to redeem gifts?
Will gift recipients stick around and start
sending gifts themselves?
ACTIONABLE INFO
AFFORDABLE LOSS
it’s tough to get critical mass in london.
so jordan moved the business to oxford to learn.
But will this work beyond students?
invest in info.
decide fast.
adapt frequently.
Founder
Centric
HERE TO HELP!
Salim Virani
salim@foundercentric.com
@SaintSal
!
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Evolving Products Into New Businesses - International Institute Of Business Analysis
Upcoming SlideShare
Loading in...5
×

Evolving Products Into New Businesses - International Institute Of Business Analysis

362

Published on

A 2-hour workshop sharing some fundamental principles from the startup world, and some specific techniques around undersatnding your options, going to market, and adapting based on what you learn.

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
362
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
18
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Evolving Products Into New Businesses - International Institute Of Business Analysis

  1. 1. turning products to new businesses ! salim@foundercentric.com @SaintSal
  2. 2. foundercentric.com @foundercentric
  3. 3. – Lean Startup London, 2009 “I wish I knew that sooner.”
  4. 4. slow decisions kill startups.
  5. 5. what startups can teach us about product spinouts 3 Principles that founders apply Different thinking hats for learning How to decide what to learn.
  6. 6. the birthday paradox
  7. 7. Title TextFIT or SPEC?
  8. 8. Options Detail
  9. 9. you don’t know which pieces will be the right combo. yet.
  10. 10. DISCOVER VALIDATE
  11. 11. A STARTUP RIDDLE A customer wakes up, logs into a new product which they’ve been trying for 2 weeks… and they love it! The trial is over. They don’t buy. Why?
  12. 12. LEARN CONFIRM
  13. 13. COLLECT ANALYSE
  14. 14. OBSERVE EXPERIMENT
  15. 15. DISCOVER VALIDATE
  16. 16. LEARN CONFIRM
  17. 17. INFO COST
  18. 18. ACTIONABLE INFO COST
  19. 19. ACTIONABLE INFO AFFORDABLE LOSS Look in Affordable Loss by searching for Effectuation
  20. 20. learning
  21. 21. BUILD LEARN MEASURE Learning Loop - Eric Ries
  22. 22. How do we start? We’re building a community of street artists and connecting them to brands.
  23. 23. @robfitz
  24. 24. What do we build? We want to make a better television.
  25. 25. How do we compete? We’re building a word processor and don’t want to get squashed by MS Word.
  26. 26. Do you commit the cash? You have a crazy product idea but the manufacturing setup is expensive.
  27. 27. Paul Graham Launch fast and iterate. You haven’t really started working on it till you’ve launched.
  28. 28. Don’t try to figure out whether the idea is “good” or “bad”. That’s impossible... Roger Martin (paraphrased)
  29. 29. Instead, ask what would have to be true in order for it to be a huge success. Roger Martin (paraphrased)
  30. 30. Where do we start? We want to launch a support programme for the developing world but we don’t have any contacts.
  31. 31. How do you fund it? You want to use tech to modernize a stagnant service industry, but have no runway.
  32. 32. How do we get critical mass? We want to grow a marketplace, but we have no inventory, and no team.
  33. 33. How do we start a better airline? ! (with no support or money) Let’s think bigger.
  34. 34. testing the useful thing.
  35. 35. SPOT GAPS UNDERSTAND OPTIONS BALANCE FOCUS & OPPORTUNITY
  36. 36. SPOT GAPS UNDERSTAND OPTIONS BALANCE FOCUS & OPPORTUNITY
  37. 37. CUSTOMERS
  38. 38. REVENUE MODELS
  39. 39. VALUE PROPOSITIONS
  40. 40. AWARENESS TRIGGER
  41. 41. RELATIONSHIP
  42. 42. ACTION TRIGGER
  43. 43. CUSTOMERS REVENUE VALUE AWARENESS RELATIONSHIP ACTION
  44. 44. LONDONERS
  45. 45. LONDON RETAILERS
  46. 46. CHARGE FOR THE GIFT
  47. 47. REAL GIFT, INSTANTLY REDEEMABLE
  48. 48. GETTING A GIFT
  49. 49. MOBILE
  50. 50. RUNNING LATE, MISSED BIRTHDAYS, GOOD NEWS
  51. 51. LET’s Go. We’re setting ourselves up to find product/market fit. We’re making ourselves aware of opportunities and options.
  52. 52. Who will our next 10 customers be? What goals do they have? What are they trying to do?
  53. 53. What needs do your customers have? How can we help?
  54. 54. To multiply my customer base by 10, I can attract them through _____________ .
  55. 55. What are the different ways we can make money?
  56. 56. CONGRUENCY They need to make sense together.
  57. 57. do companies need personal contact?
  58. 58. IS THE BUYING DECISION TOO COMPLICATED?
  59. 59. do pop-ups work for email products?
  60. 60. How are customers used to paying for what they buy now?
  61. 61. When customers have this problem, or are tackling this task, where do they seek help and advice?
  62. 62. Which customers have different expectations about service levels or relationship?
  63. 63. Are there customers at the low-end who would pay less for lower performance?
  64. 64. How could we increase switching costs?
  65. 65. THE BIGGEST RISK FALLACY
  66. 66. Will people think of sending a gift from their phone when there’s a gift-giving opportunity?
  67. 67. Who will trust GiftCannon?
  68. 68. Will people receive a gift over their mobile?
  69. 69. THE FASTEST LEARNING ! ! ! THE BIGGEST RISK or
  70. 70. Will people receive a gift over their text message?
  71. 71. Will people receive a gift over their Facebook?
  72. 72. Send a gift with a link over email or Facebook.
  73. 73. Will recipients redeem their gift?
  74. 74. Will shops work with us to redeem gifts?
  75. 75. Will gift recipients stick around and start sending gifts themselves?
  76. 76. ACTIONABLE INFO AFFORDABLE LOSS
  77. 77. it’s tough to get critical mass in london. so jordan moved the business to oxford to learn.
  78. 78. But will this work beyond students?
  79. 79. invest in info. decide fast. adapt frequently.
  80. 80. Founder Centric HERE TO HELP! Salim Virani salim@foundercentric.com @SaintSal !
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×